I often sit in status meetings with teams that score decently on safety. Still I see the same thing: someone is about to raise a risk, a disagreement, or that they do not understand. Then they leave it.
I care more about what gets said when the work is running as usual than about the score after a workshop. If what matters only shows up in dedicated safety sessions, that is not enough.
When someone has left it, I would rather follow up that moment than book more safety sessions on the side.
Challenges I run into
When people go quiet, the usual reaction is to book more training. That can help the language for a while. It rarely changes what happens when the deadline is tight and the weekly status just continues.
People learn quickly what pays to keep to themselves. Concerns become private. Disagreement gets deferred. Mistakes arrive too late.
Often there is also nowhere to put what is hard to finish saying in the meeting. Then it is either said too hard, or not said.
What I think matters to watch for
Uncertainty has to be raisable where the work already happens — in planning, retrospectives, weekly status. Otherwise safety sits beside the job.
When someone stayed quiet, the manager has to follow up. Another workshop does not fix that moment.
And the team needs a place to put what was not finished saying, so it can be picked up again without turning into personal drama.
How Relatable fits in
Relatable gives the team a place to put what is hard to finish saying in the meeting. Then they can come back to it before it turns into silence or conflict.
That is useful for me because it supports what I want more of: follow-up in ordinary work, not yet another safety session on the side.